The document discusses key trends in the UK manufacturing sector based on a report called "Manufacturing Success 2014". It finds that while UK manufacturers are optimistic about growth prospects, many struggle with interconnectedness. Specifically:
- Over 3/4 of UK manufacturers are optimistic about growth but less than half are able to capitalize on opportunities from connecting people, businesses, and things within their organizations.
- Multi-generational workforces and changing customer demands present challenges around flexibility, skills, and understanding customer needs that manufacturers must address to accelerate growth.
- Supply chain issues have negatively impacted over 60% of manufacturers, highlighting the need for improved visibility and resilience across interconnected supply networks.
Improving Risk Evaluation and Mitigation StrategyCognizant
Ā
For life sciences companies, improving risk evaluation and mitigation strategy (REMS) is critical to adhere to FDAAA and other regulatory hurdles; here's our Microsoft SharePoint-based approach for improving document management and sharing and upgrading REMS.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
We offer a guide to change management that enables data quality throughout the organization and a sample operational data quality scorecard. This helps making operational data quality a way of life in your enterprise, from data origination of data sources to transformation
Beyond the balance sheet: How Social Contributes Real Business ValueCognizant
Ā
Download the executive summary or the complete white paper at http://www.cognizant.com/smac
Best practices and guidelines for social media programs that help enhance organizational performance.
Informed Manufacturing: Reaching for New HorizonsCognizant
Ā
Although still in its infancy, informed manufacturing -- making the right information available in the right form at the right time -- is advancing across industry sectors. Cognizant's recent in-depth study involving interviews with manufacturing CXOs, engineering firms, service and IT providers, academia and industry analysts worldwide, revealed that while most companies understand the signifiance of informed manufacturing, many are proceeding carefully -- working to balance the conflicting priorities of managing day-to-day business while focusing on innovation and breakthrough initiatives. They see external support as a critical success factor.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Achieve Excellence through Customer ExperienceNaveen Agarwal
Ā
Consistently providing excellent customer experience is critical to business success. In this presentation, I share a systematic approach to build a sustainable process for excellence in customer experience.
Improving Risk Evaluation and Mitigation StrategyCognizant
Ā
For life sciences companies, improving risk evaluation and mitigation strategy (REMS) is critical to adhere to FDAAA and other regulatory hurdles; here's our Microsoft SharePoint-based approach for improving document management and sharing and upgrading REMS.
BCG has extensive experience supporting PMIs, particularly growth oriented complex technology integrations. Learn more about BCG's approach, tools, and perspective on what makes software integrations different.
We offer a guide to change management that enables data quality throughout the organization and a sample operational data quality scorecard. This helps making operational data quality a way of life in your enterprise, from data origination of data sources to transformation
Beyond the balance sheet: How Social Contributes Real Business ValueCognizant
Ā
Download the executive summary or the complete white paper at http://www.cognizant.com/smac
Best practices and guidelines for social media programs that help enhance organizational performance.
Informed Manufacturing: Reaching for New HorizonsCognizant
Ā
Although still in its infancy, informed manufacturing -- making the right information available in the right form at the right time -- is advancing across industry sectors. Cognizant's recent in-depth study involving interviews with manufacturing CXOs, engineering firms, service and IT providers, academia and industry analysts worldwide, revealed that while most companies understand the signifiance of informed manufacturing, many are proceeding carefully -- working to balance the conflicting priorities of managing day-to-day business while focusing on innovation and breakthrough initiatives. They see external support as a critical success factor.
Is customer centricity just another management fad? Globally, companies are investing more than USD 10 billion annually to drive customer centric transformations, yet four in five are left unsatisfied.
Achieve Excellence through Customer ExperienceNaveen Agarwal
Ā
Consistently providing excellent customer experience is critical to business success. In this presentation, I share a systematic approach to build a sustainable process for excellence in customer experience.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholdersāempowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Contents
- The journey to procurement excellence
- How world class organizations reduce costs
- How world class organizations mitigate risks
- IBM: The role and impact of technology in world class procurement organizations
- Summary
- Recommended reading
- Surviving and thriving with world class supply management
- An executive guide for managing risk in global sourcing
- Achieving spend visibility: benefits, barriers, and best practices
The new revenue recognition standard for life sciences companiesEY
Ā
Summary: These slides were presented at our EY Thought Center webcast on 15 June 2015 and explore how the revenue recognition standard will affect pharma, biotech and medtech companies. They look at practical application issues specific for life sciences companies and the implementation challenges, such as project set up, contract selection and use of tools. The webcast was hosted by Scott Bruns, EY Global Life Sciences Assurance Leader and included Tim Gordon, EY Global Life Sciences Financial Accounting Advisory Services Leader, Frederik Schmachtenberg, EY Global Life Sciences Assurance Resident and special guest, Derek Kosti, Senior Director of Finance and Worldwide Controller at Pfizer Inc. To hear a replay of the one hour webcast, copy this url into your browser: www.ey.com/GL/en/Issues/webcast_2015-06-18-1600_revenue-recognition-standard-for-life-sciences.
Rachael Colley - Transformation of Procurement in the Changing NHS Landscape.Innovation Agency
Ā
Presentation by Rachael Colley, Head of Procurement Solutions and Innovation, NHS Shared Business Services on The Transformation of Procurement in the Changing NHS Landscape on Thursday 20 September at Northwich Memorial Court.
White Paper - leveraging Customer Inputs to Accelerate Business ObjectivesValueNotes
Ā
Successful companies place the customer at the heart of their business, and base their activities and decisions on the customerās needs and preferences.
Packaging Artwork: An Important Value Chain Process-17 SEP 2012Lora Cecere
Ā
The original goal of consumer packaging artwork management was defined to support new product launch and accelerate cost reduction opportunities within the organization. This process has become more complex. Most companies understand that it has become more complex and unwieldy, but they donāt know what to do. There are three drivers:
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place ā among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administratorās chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
State of application performance management in the Indian BFSI sector ValueNotes
Ā
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
When it comes to sustainability reporting, companies may feel like theyāre in an increasingly uncomfortable public-private vice. On one side, consumers and shareholders are pressuring organizations to be better corporate citizens and increase transparency. Governments are establishing more reporting requirements as well, which will inevitably multiply through initiatives such as the recent Sustainable Innovation Forum at COP21.
No matter how you look at it, the call for climate action is coming
in surround sound. Integrated reporting is becoming more and
more mainstream.
The good news is that sustainability programs and reporting can
boost consumer confidence, shareholder esteem ā and a companyās bottom line.
Innovative Procurement Strategies for Thriving in a Networked EconomySAP Ariba
Ā
Building an agile procurement organization requires a focus on value, performance and capabilities.
Presented by Amy Fong ā Senior Director, Procurement Executive Advisory - The Hackett Group
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. Thatās whatās happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
File Sharing Use Cases in Financial ServicesBlackBerry
Ā
Financial services institutions need to meet high standards of security, particularly when collaborating with external partners, in order to comply with federal regulations and protect their customers. However, security protocols designed to protect sensitive information can actually hinder workplace productivity. This presentation demonstrates different ways that financial institutions were able to get back to business using BlackBerry Workspaces, the secure file sync & share solution.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholdersāempowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Contents
- The journey to procurement excellence
- How world class organizations reduce costs
- How world class organizations mitigate risks
- IBM: The role and impact of technology in world class procurement organizations
- Summary
- Recommended reading
- Surviving and thriving with world class supply management
- An executive guide for managing risk in global sourcing
- Achieving spend visibility: benefits, barriers, and best practices
The new revenue recognition standard for life sciences companiesEY
Ā
Summary: These slides were presented at our EY Thought Center webcast on 15 June 2015 and explore how the revenue recognition standard will affect pharma, biotech and medtech companies. They look at practical application issues specific for life sciences companies and the implementation challenges, such as project set up, contract selection and use of tools. The webcast was hosted by Scott Bruns, EY Global Life Sciences Assurance Leader and included Tim Gordon, EY Global Life Sciences Financial Accounting Advisory Services Leader, Frederik Schmachtenberg, EY Global Life Sciences Assurance Resident and special guest, Derek Kosti, Senior Director of Finance and Worldwide Controller at Pfizer Inc. To hear a replay of the one hour webcast, copy this url into your browser: www.ey.com/GL/en/Issues/webcast_2015-06-18-1600_revenue-recognition-standard-for-life-sciences.
Rachael Colley - Transformation of Procurement in the Changing NHS Landscape.Innovation Agency
Ā
Presentation by Rachael Colley, Head of Procurement Solutions and Innovation, NHS Shared Business Services on The Transformation of Procurement in the Changing NHS Landscape on Thursday 20 September at Northwich Memorial Court.
White Paper - leveraging Customer Inputs to Accelerate Business ObjectivesValueNotes
Ā
Successful companies place the customer at the heart of their business, and base their activities and decisions on the customerās needs and preferences.
Packaging Artwork: An Important Value Chain Process-17 SEP 2012Lora Cecere
Ā
The original goal of consumer packaging artwork management was defined to support new product launch and accelerate cost reduction opportunities within the organization. This process has become more complex. Most companies understand that it has become more complex and unwieldy, but they donāt know what to do. There are three drivers:
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place ā among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administratorās chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
State of application performance management in the Indian BFSI sector ValueNotes
Ā
Almost every participant in the BFSI sector identifies application
uptime as a critical metric of application performance and recognises
the need for those applications to function optimally i.e. increase
productivity while reducing costs. But this study showed that
organisations did not have defined standards of measurement and
did not consider industry benchmarks as relevant indicators.
When it comes to sustainability reporting, companies may feel like theyāre in an increasingly uncomfortable public-private vice. On one side, consumers and shareholders are pressuring organizations to be better corporate citizens and increase transparency. Governments are establishing more reporting requirements as well, which will inevitably multiply through initiatives such as the recent Sustainable Innovation Forum at COP21.
No matter how you look at it, the call for climate action is coming
in surround sound. Integrated reporting is becoming more and
more mainstream.
The good news is that sustainability programs and reporting can
boost consumer confidence, shareholder esteem ā and a companyās bottom line.
Innovative Procurement Strategies for Thriving in a Networked EconomySAP Ariba
Ā
Building an agile procurement organization requires a focus on value, performance and capabilities.
Presented by Amy Fong ā Senior Director, Procurement Executive Advisory - The Hackett Group
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. Thatās whatās happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
File Sharing Use Cases in Financial ServicesBlackBerry
Ā
Financial services institutions need to meet high standards of security, particularly when collaborating with external partners, in order to comply with federal regulations and protect their customers. However, security protocols designed to protect sensitive information can actually hinder workplace productivity. This presentation demonstrates different ways that financial institutions were able to get back to business using BlackBerry Workspaces, the secure file sync & share solution.
Digital Supply Chain ā Where Virtual and Physical ConvergeCapgemini
Ā
Capgeminiās Digital Supply Chain solution merges your physical supply chain with the latest digital innovations, providing end-to-end standardization, integration and automation of your data, systems and processes.
Working with the Mainstay team, the Cisco IOT Manufacturing Marketing team combined research from manufacturing trade associations, management consulting research and an internal benchmarking project to create an Executive Briefing Presentation that would educate CxOs on the opportunities IOT can provide. This content was also repurposed to create a manufacturing IOT whitepaper to provide an asset to entice prospective customers to consider Ciscoās IOT offerings.
This presentation gives an overview of Microsoft & SAP Solution for Manufacturing O365 in MII 14 which helps you to manage complexity, rapidly develop/deploy, real-time and provides consistent User Experience. It also shows demo screen shots, information to the people who need it, mobile architecture for SAP manufacturing and more.
Discrete manufacturing Industry- Connect, Transform, and Reimagine: Help Your...Shivakumar Vishwanath
Ā
Browse the following pages to explore how a
co-innovation partnership with SAP can help
you unlock the huge potential of the Internet of
Things to deliver new business value for your
customers ā and you.
Igniting Growth in Consumer Technology - AccentureAccenture Italia
Ā
Scopri i risultati dello studio "Igniting Growth in Consumer Technology" realizzato dal team Communications, Media and Technology di Accenture sulla percezione che i consumatori italiani hanno di dispositivi, servizi e contenuti digitali.
Supply Chain Talent Study - MARCH 2017 - Preliminary Summary ChartsLora Cecere
Ā
ā¢ Report Details: The research for this report was conducted via an online survey from February 20 - March 20, 2017. Surveys were conducted among all those working in or studying the supply chain industry -- including business, academia, and students (n=386).
ā¢ Objective: To understand the generational differences among supply chain professionals in terms of what's important, where the gaps are, and satisfaction with their supply chain careers.
ā¢ Highlight: While 70% of supply chain employees are satisfied with their careers, there are notable differences by generation in terms of job, satisfaction and what matters in their careers. For example, Generation X and Millennials want more work-life balance, fewer hours, and greater flexibility to work from home compared to Baby Boomers. In additional, Millennials are seeking more coaching and on-the-job training, suggesting an opportunity for employers seeking to recruit top talent. Check out the full report for more details, insights, and recommendations.
Digital Transformation - Beyond the Hype #DF13Capgemini
Ā
While there is increased recognition of digitalās role, the challenge remains for many to translate it into business value through innovation and competitive advantage. They are caught struggling for pace, and risk falling into the chasm between initiation and termination of transformation initiatives. Didier Bonnet's shares Capgemini Consulting's insight at Dreamforce '13 into the results of the landmark study with MIT on transformation trends, along with insight from an expert customer panel that will share experiences on how they address these challenges. This is the slide deck accompanying the session in San Francisco.
#KPMG Manufacturing outlook 2014. #SCM transparency, cost insight and supply chain integration is main focus for global manufacturers. Development of S&OP will help to achieve these goals.
Margin Performance Report - Exploring how companies can beat market expectationsCaroline Burns
Ā
In an environment characterized by uncertainty and global competition, margins are threatened like never before and cost optimization is running out of steam. How does margin relate to performance and how can margin be managed strategically?
Dr. Patrick Reinmoeller
Professor of Strategic Management
Cranfield School of Management
Cranfield University
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
In Q4 of 2013, we surveyed over 100 retail marketing executives across the United States on what technologies, data, and innovative ideas were most important to them. Not only that, we asked them what there current budgets and planned budgets were for all these strategies over the next 5 years. The results were surprising!
Welcome to our annual Technology Content Marketing Benchmarks, Budgets, and Trends report, based on our latest annual content marketing survey conducted in July 2020.
The study showed that technology marketers, in the throes of adjusting to business changes presented by a global pandemic, put more emphasis on using content marketing to generate demand and leads than they had the previous year. They also were looking more closely at conversion and marketing qualified lead (MQL) metrics to track the performance of their content.
These insights suggest that tech marketers were increasingly called upon to use content marketing for demand and lead generation. It makes sense, then, that their use of virtual events (83%) increased by nine percentage points over the previous year, as virtual relationship-building and selling took a front seat. In addition, livestreaming video finally took off (one-third of all tech respondentsāand 53% of those working in large companiesāreported using it).
Itās too soon to tell if these will be lasting shifts. Priorities are likely to change again as restrictions caused by the pandemic ease up. We look forward to exploring these topics in our next round of annual content marketing research.
Imagine the Supply Chain of the Future - 21 OCT 2014Lora Cecere
Ā
Executive Overview
When we ask companies to imagine the supply chain of the future, they have to start with what they have today. Most companies today are stuck, and find it hard to conceive the supply chain of the future. To free their thinking they have to learn from the past, to unlearn what they believe is a world of best practices, and establish methodologies to imagine the supply chain of the future. Changing traditional paradigms is a starting point.
For most, the journey is not easy. As shown in Figure 1, the terms most commonly used to describe the supply chain today are traditional, tactical, and cautious. Today there is significant room for improvement, with only one in three supply chain leaders feeling that what they have now is working well. Most of the supply chain processes are inside-out which is a barrier to sensing demand and building demand-driven or market-driven processes.
The incentive to change lies in balance sheet performance. When we analyze financial balance sheet performance for the period of 2006-2013, we find that nine out of ten companies are stuck at the intersection of the two critical metrics of operating margin and inventory turns. Publicly-held companies are unable to power improvements in both metrics for more than two consecutive years. For most, improvement has become an OR condition with companies making improvements in one of the two metrics, but not both together. This is an area of frustration and disappointment for business leaders that want to leverage supply chain technologies and processes to deliver both cash and cost savings to the organization. As growth slows, this shift is more important. In this report, we share highlights on the research gathered for our recent conference, Supply Chain Insights Global Summit.
Manufacturing Report 2015: Overcoming the Five Barriers to Business GrowthSikich LLP
Ā
In a comprehensive survey, Sikich polled businesses in the manufacturing industry and uncovered 5 barriers that manufacturing companies need to overcome to continue their business growth.
In a rapidly evolving, digitally driven world, how do marketers really feel about new platforms, new data sources and new expectations of their role? Marketing Monitor is a study from TNS that surveys more than 2,700 marketers from across Asia Pacific to track the key issues dominating their agenda.
2015 MHI Annual Industry Report ā Supply chain innovation ā Making the imposs...Leon Eymael
Ā
This yearās annual MHI Industry Report, developed in collaboration with Deloitte, delves more deeply into supply chain challenges with a specific lens on how technology innovation can help illuminate the path to the supply chain of the future.
Conquering the Supply Chain Effective Frontier - 27 NOV 2017 - ReportLora Cecere
Ā
Executive Overview
Over the course of the last decade, retailers made more progress on costs and inventory turns than manufacturers. In the rush for technology adoption, we commonly find companies overstating what is possible because they are not clear on the historical trends, and often mistakenly coached to overcommit by industry consultants to justify technology investments.
In studying supply chain metrics, we find that each industry has a definitive pattern. Few are linear. To set reasonable goals, the definitions need to be very industry specific. That is the goal of this report.
In developing supply chain strategy, one of the first objectives is defining what is possible. This involves delineating the metrics, establishing reasonable targets, and rates of improvement. In the review of strategy documents for clients, we find that most companies are not clear on any of these critical sets of assumptions. This report is designed to help. We start with the definition of metrics and then share industry progress for the period of 2006-2016. This report ends with recommendations and conclusions.
ā¢ Report Details: This report is based on the analysis of orbit chart charts showing year-over-year supply chain performance at the intersection of operating margin and inventory turns for twenty industries for the period of 2006-2016. The goal is to help supply chain leaders to understand what is possible.
ā¢ Objective: As supply chain leaders attempt to define supply chain excellence, they need guidance on industry supply chain performance and overall trends for benchmarking. The goal is to help supply chain leaders make better decisions.
ā¢ Hypothesis: Each industry is unique and a good supply chain has different characteristics based upon the specific industry it is in, the product it creates and the customers it serves. Our aim is to help supply chain leaders understand relative industry performance. As shown in this report, each individual industry is charting a unique path on supply chain performance.
In producing this research whitepaper Target Group asked 100 marketing
professionals at middle manager level and above working in the insurance
industry (i.e. insurers, underwriters, aggregators and distributors) what
their hopes, plans, fears were for the industry in the future. It became clear
that most felt that an āinnovation waveā driven by the four Dās of dynamic
products, distribution patterns, data and disruptive new technology was
on its way and that it would have a signifi cant impact on the future
direction of insurance when it comes to providers, products and routes to
market.
Targetās survey shows that while almost all insurers continue to develop
new products and services, just one in five (19%) consistently bring them
to market quickly enough to keep pace with market change. This is a
dangerous position for an industry on the crest of an āinnovation waveā
that could rival that brought by the adoption of the computer in the 1960s.
Telematics, wearable devices, big data, car collision sensors, the Internet
of things: these developments are fundamentally altering the marketās
future. The question is whether they will be led by the existing players in the
industry, or by industry challengers.
Similar to Cognizant SAP Manufacturing Success Report 2014 (20)
Using Adaptive Scrum to Tame Process Reverse Engineering in Data Analytics Pr...Cognizant
Ā
Organizations rely on analytics to make intelligent decisions and improve business performance, which sometimes requires reproducing business processes from a legacy application to a digital-native state to reduce the functional, technical and operational debts. Adaptive Scrum can reduce the complexity of the reproduction process iteratively as well as provide transparency in data analytics porojects.
It Takes an Ecosystem: How Technology Companies Deliver Exceptional ExperiencesCognizant
Ā
Experience is evolving into a strategy that reaches across technology companies. We offer guidance on the rise of experience and its role in business modernization, with details on how orgnizations can build the ecosystem to support it.
The Work Ahead: Transportation and Logistics Delivering on the Digital-Physic...Cognizant
Ā
The T&L industry appears poised to accelerate its long-overdue modernization drive, as the pandemic spurs an increased need for agility and resilience, according to our study.
Enhancing Desirability: Five Considerations for Winning Digital InitiativesCognizant
Ā
To be a modern digital business in the post-COVID era, organizations must be fanatical about the experiences they deliver to an increasingly savvy and expectant user community. Getting there requires a mastery of human-design thinking, compelling user interface and interaction design, and a focus on functional and nonfunctional capabilities that drive business differentiation and results.
The Work Ahead in Manufacturing: Fulfilling the Agility MandateCognizant
Ā
According to our research, manufacturers are well ahead of other industries in their IoT deployments but need to marshal the investment required to meet todayās intensified demands for business resilience.
The Work Ahead in Higher Education: Repaving the Road for the Employees of To...Cognizant
Ā
Higher-ed institutions expect pandemic-driven disruption to continue, especially as hyperconnectivity, analytics and AI drive personalized education models over the lifetime of the learner, according to our recent research.
Engineering the Next-Gen Digital Claims Organisation for Australian General I...Cognizant
Ā
In recent years, insurers have invested in technology platforms and process improvements to improve
claims outcomes. Leaders will build on this foundation across the claims landscape, spanning experience,
operations, customer service and the overall supply chain with market-differentiating capabilities to
achieve sustainable results.
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Ā
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
Green Rush: The Economic Imperative for SustainabilityCognizant
Ā
Green business is good business, according to our recent research, whether for companies monetizing tech tools used for sustainability or for those that see the impact of these initiatives on business goals.
Policy Administration Modernization: Four Paths for InsurersCognizant
Ā
The pivot to digital is fraught with numerous obstacles but with proper planning and execution, legacy carriers can update their core systems and keep pace with the competition, while proactively addressing customer needs.
The Work Ahead in Utilities: Powering a Sustainable Future with DigitalCognizant
Ā
Utilities are starting to adopt digital technologies to eliminate slow processes, elevate customer experience and boost sustainability, according to our recent study.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Ā
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data ā the foundation of any successful AI strategy ā and balancing technology spend with investments in AI skills.
Operations Workforce Management: A Data-Informed, Digital-First ApproachCognizant
Ā
As #WorkFromAnywhere becomes the rule rather than the exception, organizations face an important question: How can they increase their digital quotient to engage and enable a remote operations workforce to work collaboratively to deliver onclient requirements and contractual commitments?
Five Priorities for Quality Engineering When Taking Banking to the CloudCognizant
Ā
As banks move to cloud-based banking platforms for lower costs and greater agility, they must seamlessly integrate technologies and workflows while ensuring security, performance and an enhanced user experience. Here are five ways cloud-focused quality assurance helps banks maximize the benefits.
Getting Ahead With AI: How APAC Companies Replicate Success by Remaining FocusedCognizant
Ā
Changing market dynamics are propelling Asia-Pacific businesses to take a highly disciplined and focused approach to ensuring that their AI initiatives rapidly scale and quickly generate heightened business impact.
The Work Ahead in Intelligent Automation: Coping with Complexity in a Post-Pa...Cognizant
Ā
Intelligent automation continues to be a top driver of the future of work, according to our recent study. To reap the full advantages, businesses need to move from isolated to widespread deployment.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
Ā
In this second installment of our Essentials of Automations webinar series, weāll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
Weāll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether youāre tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Letās turn complexity into clarity and make your workspaces work wonders!
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Ā
Building better applications for business users with SAP Fiori.
ā¢ What is SAP Fiori and why it matters to you
ā¢ How a better user experience drives measurable business benefits
ā¢ How to get started with SAP Fiori today
ā¢ How SAP Fiori elements accelerates application development
ā¢ How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
ā¢ How SAP Fiori paves the way for using AI in SAP apps
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Ā
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
Ā
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. Whatās changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Ā
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Ā
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Ā
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navyās DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATOās (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
Ā
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more āmechanicalā approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
Ā
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
The Metaverse and AI: how can decision-makers harness the Metaverse for their...Jen Stirrup
Ā
The Metaverse is popularized in science fiction, and now it is becoming closer to being a part of our daily lives through the use of social media and shopping companies. How can businesses survive in a world where Artificial Intelligence is becoming the present as well as the future of technology, and how does the Metaverse fit into business strategy when futurist ideas are developing into reality at accelerated rates? How do we do this when our data isn't up to scratch? How can we move towards success with our data so we are set up for the Metaverse when it arrives?
How can you help your company evolve, adapt, and succeed using Artificial Intelligence and the Metaverse to stay ahead of the competition? What are the potential issues, complications, and benefits that these technologies could bring to us and our organizations? In this session, Jen Stirrup will explain how to start thinking about these technologies as an organisation.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
Ā
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
Ā
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
Ā
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
2. Manufacturing Success: August 2014
2014 looks set to be a turning point for the UK
manufacturing sector with the EEF forecasting
that the sector will grow by 2.7% in 2014 compared
to 2.4% for the economy overall. Against this
positive growth backdrop, UK manufacturing is
grappling with increasing customer complexity,
emerging technologies such as 3D printing, supply
chain disruption and the challenges that a multi-
generational workforce creates.
The Manufacturing Success report is an annual
review of key trends in the UK manufacturing
sector. In 2013, Manufacturing Success reported
that the siege mentality and focus on survival
amongst UK manufacturers was beginning to
recede as manufacturers became increasingly
confident about their growth prospects. In 2014, the
Manufacturing Success report evolves to highlight
the factors that will serve to accelerate growth
amongst UK manufacturers.
Manufacturing Success 2014 introduces the
concept of the connected manufacturer. The report
discusses the importance of interconnectedness as
a driver for success as we move towards 2020.
Specifically, the report focuses on three types of
interconnectedness:
.. Connections between people (internal
collaboration and knowledge sharing)
.. Connections between businesses (relationships
across the supply chain to include suppliers,
partners and customers)
.. Connections between things (use of smart
components to connect products)
Whilst all three types of interconnectedness are
considered highly important to drive future success
for manufacturing, the extent to which manufacturers
are ready and capable to capitalise on the
opportunities that such connections can bring varies
widely and highlights the need for manufacturers to
focus on strengthening their interconnectedness to
help realise their growth ambitions.
Executivesummary
The Manufacturing Success report
is an annual review of key trends in
the UK manufacturing sector.
High tech
Industrial components
Automotive
Oil and gas
Chemicals
Mining
Aerospace
Building materials
Fabricated metal products
Primary metals
Other
Figure A: Manufacturing sector
3. page 3
33%
38%
25%
4%
Ā£100 million to Ā£249 million
Ā£250 million to Ā£499 million
Ā£500 million to Ā£1 billion
Over Ā£1 billion
Figure B: Company turnover
The report discusses the importance of interconnectedness
as a driver for success as we move towards 2020
4. Manufacturing Success: August 2014
The key findings discussed in the report include:
The connected manufacturer
.. 78% of UK manufacturers are optimistic about their
business prospects over the next 12 months - 27%
of UK manufacturers areāAcceleratorsā(looking to
grow at a faster rate than their competitors)
.. 56% of companies are only able to effectively
plan up to a year ahead - 61% have difficulty
balancing robust, long term planning with the
flexibility to respond quickly to changing market
conditions / requirements
.. Less than half of companies are able to capitalise
on the opportunities that connections between
people (48%), businesses (47%) and things (37%)
can bring, despite seeing this as important in
driving future growth
Connecting people: Multi-generational workforces
.. Currently 1 in 7 manufacturing workers is over 55
years, whilst 1 in 6 is aged under 24
.. 52% say they have difficulties offering the kind
of flexibility that younger workers are looking
for, 45% report difficulties retaining and 43%
attracting younger workers into the organisation
.. 71% think the manufacturing industry needs to
improve its image generally to attract new recruits
Connecting businesses: Customer-centric manufacturing
.. 80% think that as an organisation they could be
more customer-centric
.. 58% think the lines between manufacturing and
service economies are blurring
.. The biggest shifts expected in customers over
the next two years are demand for added-
value services (67%), involvement in product
development (49%), interest in customised
products (45%) and demand for supply chain
transparency (45%)
.. Manufacturers currently experience some level
of difficulty in understanding the needs of their
customersā customer (55%), identifying potential
new customers (55%), understanding how
customers use their products (54%) and tracking
customers from pitch to sale (52%)
Connecting businesses: Supply chain resilience
.. 60% of manufacturers say that supply chain
issues have negatively impacted company
revenue or profitability in the last 12 months
.. 47% of manufacturers have experienced
significant disruption to their supply chain in the
last 12 months. Amongst these, the top causes
of disruption are IT security events (39%),
unplanned telecoms / IT outages (38%), volatile
currency exchange rates (32%) and extreme
weather conditions (31%)
.. 74% admit they could have better visibility into
disruptions across their supply chain
.. Manufacturers are focused on improving supply
chain resilience through identifying / eliminating
supply chain bottlenecks (49%), improved
visibility, alert and warning systems (46%), better
forecasting to predict demand volatility (44%)
and improved information sharing across the
supply chain (40%)
Accelerators
Growth is not important to us
Growth is important, but we are not concerned if
we go faster or slower than our competitors / the
industry standard
Growth is important to us and we seek to grow in
line with our competitors / the industry standard
Growth is important to us and we seek to grow
at a faster rate than our competitors / the
industry standard
Figure C: Appetite for growth
5. page 5
Connecting things: Disruptive manufacturing
.. By the end of 2015, manufacturers think that
the following will transform / disrupt business
processes in their organisations ā inclusion of
smart components in products (89%), predictive
analytics (89%), development of mobile
applications (87%) and additive manufacturing /
3D printing (78%)
.. 94% of manufacturers see 3D printing as an
opportunity rather than a threat with longer term
impacts seen as quicker time to market (48%),
cost savings (45%) and a greater flexibility to
build a wider range of products (41%)
Manufacturing Success 2014 highlights a number
of areas where manufacturers need to focus to
make the most of the opportunity for growth that is
now palpable. Accelerators, those who are focused
on growing more quickly than the competition,
are currently better placed to capitalise on the
opportunities that improved interconnectedness
brings, whether this be through greater customer
centricity, better collaboration across the supply
chain or offering the kind of flexible working that
younger workers are looking for.
Agility, resilience and customer focus emerge as
the key watchwords for 2014 for manufacturing
organisations looking to exploit new growth
opportunities.
Research methodology
209 senior business decision makers in UK
manufacturing organisations with a turnover of
Ā£100m+ completed an interview during May 2014.
Research was conducted by Loudhouse, an
independent research agency based in London.
60% of manufacturers say that supply chain issues have
negatively impacted company revenue or profitability in
the last 12 months
6. Manufacturing Success: August 2014
The speed at which organisations are trying to
grow varies, some choosing to grow in line with
the market generally whilst others, known as
Accelerators, looking to outpace their competitors.
One in four (27%) of UK manufacturers are
Accelerators in 2014.
Businesses must plan ahead to ensure they have
the right resources in place to help support growth.
However, an increasing number of businesses
admit they are only able to effectively plan for the
short-term. In fact, over half of businesses (56%)
are only able to effectively plan up to a year ahead,
a significant rise from 40% in 2013 (see figure 1).
Long term planning is only part of the story as agility
becomes more important to organisations. 78%
think success in manufacturing is all about reacting
faster to business changes rather than scale, an
attitude held more strongly by Accelerators (86%).
Yet, 61% of UK manufacturers say they have
difficulty balancing robust, long term planning with
the flexibility to respond quickly to changing market
conditions. With the sector evolving at an increasing
rate, this figure is only set to rise.
If manufacturers are to become more responsive,
they must become more connected. Developing
a greater level of interconnectedness between
employees, the supply chain and the tools used
day-to-day is likely to increase an organisationās
understanding of the market, and in turn, enhance
its ability to react to it. However, less than half
of companies are able to fully capitalise on the
opportunities that connections between people
(48%), businesses (47%) and things (37%) bring.
2014 sees UK manufacturers in
confident mood, with over three-
quarters (78%) optimistic about
their business prospects over the
next 12 months
Theconnectedmanufacturer
2013
2014
Figure 1: How far ahead manufacturers are able to
effectively plan
7. page 7
Accelerators are better placed to capitalise
on the opportunities brought about by
interconnectedness. Indeed, 63% are ready to take
advantage of the connections between businesses
and 52% between things (see figure 2), highlighting
the role of interconnectedness in driving growth for
UK manufacturers today.
People
Businesses
Things
All manufacturers Accelerators
Figure 2: % of manufacturers currently able to fully
capitalise on connections between people, businesses
and things
8. Manufacturing Success: August 2014
Currently 1 in 7 manufacturing workers is over
55 years (15%) whilst 1 in 6 is aged under 24
years (17%) (see figure 3). Manufacturers now
must address how they effectively lead a high
performance team made up of very different
motivational forces, pressures and preferences.
Collaboration comes to the fore, with the need for
younger generations to mentor their elders on the
use of new technologies while, in return, learning
from their general life experiences. Technology
itself, for example 3D printing, is also set to change
the skills landscape with 44% seeing this increasing
the demand for skilled workers and 34% envisaging
the creation of completely new roles.
Yet, against this backdrop, there are evident issues
with the attraction and retention of the young
people who are so critical for manufacturers
wanting to capitalise on digital opportunities,
close existing skills gaps and future-proof their
organisations as the older generation retires.
52% of manufacturers say they have difficulties
offering the kind of flexibility that younger workers
are looking for, 45% report difficulties retaining
and 43% attracting younger workers into the
organisation (see figure 4). Apprenticeships help
to some extent, with 79% saying they present
a valuable solution to filling the skills gap in
manufacturing. But issues with the image of the
manufacturing sector persist and 71% think the
manufacturing industry needs to improve its image
generally to attract new recruits.
Currently manufacturers are divided as to whether
a multi-generational workforce represents a wider
diversity trend that will drive innovation (51%,
increasing to 57% amongst Accelerators) or
create stress / culture clashes (49%). Reflective
of a diverse customer base, multi-generational
workforces can, if effectively managed, result in
improved, more relevant customer experiences that
ultimately will drive growth.
Connectingpeople:
Multi-generational
workforces
We have diļ¬culties oļ¬ering the kind of ļ¬exible
working that younger workers are looking for
We have diļ¬culties retaining younger
workers in our organisation
We have diļ¬culties attracting younger
workers into the organisation
Figure 4: HR challenges with millennial generation
17% Under 24 years
33% 25 ā 34 years
35% 35 ā 55 years
15% Over 55 years
Figure 3: Current workforce age breakdown
The manufacturing sector, like
others today, is characterised by
a multi-generational workforce
with three, if not four, generations
working side-by-side.
9. page 9
Traditionally most supply chains were designed
from the factory outwards and focused on
optimising supplier operations, particularly in terms
of cost and efficiency. The rules of competition
are changing though ā customers are more
demanding, products are more easily copied and
markets are commoditised. The biggest shifts that
manufacturers expect to see in customers over the
next two years are demand for added-value services
(67%), involvement in product development (49%),
interest in customised products (45%) and demand
for supply chain transparency (45%) (see figure 5).
With these shifts in the balance of power, it is clear
that supply chains now need to be designed with
the customer at their heart.Yet, manufacturers
are struggling with this - 80% admit that as
an organisation they could be more customer-
centric. By creating whole new systems of value
for customers that will help secure long term
relationships and provide competitive differentiation,
over half (58%) now see the lines between
manufacturing and service industries blurring.
If manufacturers are to effectively serve their
consumers beyond the core products they offer, they
must look to build a better understanding of their
customer-base. However, manufacturers currently
experience some level of difficulty in understanding
the needs of their customersā customer (55%),
identifying potential new customers (55%),
understanding how customers use their products
(54%) and tracking customers from pitch to sale
(52%) (see figure 6). These difficulties are less
marked amongst Accelerators. 48% see identifying
potential new customers as a difficulty compared
to 55% amongst all manufacturers. Furthermore,
just 45% of Accelerators experience some difficulty
in understanding the needs of their customersā
customer compared to 55% amongst all businesses.
Connectingbusinesses:
Customer-centric
manufacturing
Figure 5: Buyer characteristics over the next two years
Demand for added-value services beyond
just the core products we oļ¬er
Interest in getting involved in the product development
/ design process e.g. co-creation / crowdsourcing
Increased demand for customised /
non-standard products
Demand for more transparency around
supply chain credentials / authenticity
More savvy / placing less value on
direct contact with sales reps
Approaching investments with
more caution and ROI focus
Figure 6: % of manufacturers experiencing difficulties
in customer activities
Understand needs of our customersā customers
Identify potential new customers based on
proļ¬le of existing best customers
Understand how customers use our products
Track customers from pitch to sale
Track customer engagement with marketing activities
Generate accurate sales forecasts
Enable sales teams to provide updates / access
customer info via mobile devices
Identify most proļ¬table products
Identify most proļ¬table customers
Track from order to delivery
It is clear that supply chains now
need to be designed with the
customer at their heart
10. Manufacturing Success: August 2014
As supply chains extend and diversify, so they
become more complex and vulnerable. The
consequences of one incident can soon build and
spread throughout the supply chain. Notably, 60%
of manufacturers admit that supply chain issues
have negatively impacted company revenue or
profitability in the last 12 months.
Nearly half of all manufacturers (47%) have
experienced significant disruption to their supply
chain over the last year. Amongst those who have
experienced disruption, the key causes are IT
security events (39%), unplanned telecoms / IT
outages (38%), volatile currency exchange rates
(32%) and extreme weather conditions (31%) (see
figure 7).
Complex supply chains need sophisticated,
connected tools to identify risks, predict disruption
and ensure recovery is as quick as possible. Yet,
nearly three-quarters (74%) of manufacturers
admit they could have better visibility into
disruptions across their supply chain.
Improving the connections across the supply chain
is key to understanding and minimising potential
disruption. With greater visibility, businesses are in
a stronger position to improve their supply chain
resilience. Manufacturers are primarily focused on
identifying and eliminating bottlenecks (49%), with
Accelerators more likely to emphasise this (57%).
Other areas of improvement include improving
visibility, alert and warning systems (46%) and
forecasting (44%) (see figure 8).
Connectingbusinesses:
Supplychainresilience
Nearly half of all manufacturers
(47%) have experienced significant
disruption to their supply chain over
the last year
Figure 7: Supply chain disruptions in last 12 months
amongst those experiencing disruption
IT security incidents (e.g. cyber attacks, data breaches)
Unplanned telecoms / IT outage
Volatile currency exchange rates
Extreme weather conditions (e.g. ļ¬oods)
Failure / issue with outsourcer service
Business failure / liquidation of supply chain partner
Product quality issues
Disruptions within transport network
Natural disasters (e.g. earthquake, tsunami)
Lack of available credit / funding
Regulatory changes
Loss of talent / skills
11. page 11
Identify / eliminate supply chain bottlenecks
Improve visibility, alert and warning systems
Better forecasting to try and predict demand volatility
Improve information sharing across the supply chain
Secure Board level commitments to managing supply chain
Instil a culture of risk management across suppliers
Conduct crisis simulation exercises
Other
None of the above
Figure 8: Steps to improve supply chain resilience over
next 12 months
12. Manufacturing Success: August 2014
Connectingthings:
Disruptivemanufacturing
The digital economy is rapidly
changing the manufacturing
landscape. New technologies are
creating new opportunities, but not
without initial discomfort
By the end of 2015, it is believed that smart
components in products (89%), predictive
analytics (89%), the development of mobile
applications (87%) and additive manufacturing
/ 3D printing (78%) will all disrupt traditional
business manufacturing processes within
organisations (see figure 9).
It is important how manufacturers react to this
change. The traditional supply-based model of
āproduce then consumeā has been replaced by
a scalable, flexible and reactive model which
responds to the individual needs of the customer.
Additive manufacturing, or 3D printing, in particular
highlights the advent of on-demand manufacturing
with 94% of manufacturers seeing 3D printing as
an opportunity rather than a threat.
A model which is more in tune with needs of
the consumer makes sense in a manufacturing
ecosystem more focused than ever on reducing
waste and increasing customer satisfaction.
Manufacturers readily identify the longer term
impacts of 3D printing as quicker time to market
(48%), cost saving (45%, rising to 54% amongst
Accelerators) and a greater flexibility to build
a wider range of products (41%, rising to 48%
amongst Accelerators) (see figure 10).
Although initially disruptive, manufacturing
businesses stand to benefit from the digital
evolution. However, this will depend on
manufacturers having the right culture, process,
skills and technologies in place to capitalise on the
opportunities that digital brings.
13. page 13
The traditional supply-based model of āproduce then consumeā
has been replaced by a scalable, flexible and reactive model
which responds to the individual needs of the customer.
Figure 10: Longer term impacts of 3D printing
Quicker time to market for manufacturers
Cost savings for manufacturers
More demand for skilled workers e.g. industrial designers
Greater ļ¬exibility to build a wider range of products
Creation of completely new manufacturing roles
Creation of more manufacturing jobs locally
Less waste and emissions, more sustainable
More competition with new market entrants
Threatens low wage / unskilled manufacturing jobs
Blurring of lines between manufacturing, product
development and retail
Greater need for Government regulation
None of the above
Figure 9: Timeline for manufacturing disruption
By the end of 2015...
89% think the inclusion of smart components in products
89% think predictive analytics
87% think the development of mobile applications
78% think additive manufacturing / 3D printing
...will transform / disrupt manufacturing business
processes in their organisations
14. Manufacturing Success: August 2014
Conclusion
2014 sees UK manufacturers in
optimistic mood. And with the
economy showing long awaited
signs of recovery, businesses are
fixing their sights on growth.
Long term planning is proving difficult in a climate
characterised by change and disruption and the
focus is now shifting to marrying long term planning
with the ability to react quickly to changes in the
market.The traditional production-led manufacturer
is recognising that ultimately customers dictate how
they operate and as such, is focused on improving its
customer insight, creating value-added services and
becoming more customer-centric in how it operates.
This objective, however, is made more challenging
by the increasing complexity within manufacturing
supply chains. Disruption is a common problem
whether through security breaches, IT outages
or the weather and supply chain resilience is an
area that most manufacturers are focused on this
year. Improved visibility emerges as the common
denominator in delivering customer excellence and
supply chain resilience.
The emergence of new technologies, such as
3D printing and smart products, look set to
fundamentally alter the manufacturing landscape.
Not only will these result in new competitors, but
they also create the need for new skills. Young
people, as digital natives, are fundamental to
manufacturing success as we move towards 2020
but manufacturers need to consider carefully how
best to attract and retain this demographic if they
are to capitalise on their potential.
Improved interconnectedness holds the key to
fulfilling growth ambitions. Culture, processes, skills
and technology must align to help deliver greater
customer centricity, supply chain resilience and a high
performing workforce that spans the generations.